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HR COMPASS

What IS BEING COVERED?

•Genesis of joint Effort•Understanding competencies•Why competencies?•Developing a competency model•Linking competency model to HR systems•A look at HR competencies – HR Compass•Assessment and Tools•Way Forward

GENESIS OF JOINT EFFORT

Professional Involved

Understanding competencies

Competencies – The KSA Framework

Exhibition of Competency

Examples of Competency

Classifying Competency

Developing a competency Model

WHAT DO WE NEED TO CONSIDER WHILE CREATING A COMPETENCY MODEL?

A look at HR Competencies – the HR COMPASS

HR functional competency

COMPETENCY TYPOLOGY

GENERIC FUNCTIONAL

BEHAVIORAL Generic Behavioral – Generic behavioral competencies (more

essential at senior levels)

Functional Behavioral – Behavioral competencies

(More critical to Hr professionals)

TECHNICAL Generic Technical – Generic competencies that

are technical in nature

Functional Technical – Specific functional

knowledge and skills(for delivering results)

The Model – Also referred to as HR COMPAS

Generic Behavioral competencies refer to the overarching behavioral competencies that are essential for any function, more so at senior level

Functional Behavioral competencies refer to the behavioral competencies that are more critical for HR professionals compared to the other functions.

Generic technical competencies refer to the generic competencies that are technical in nature, but increasingly critical for HR to play the business partner role.

Functional technical competencies refer to the HR specific functional knowledge and skills critical for delivering results

HR COMPETENCIES

• Earlier– Business Knowledge– Personal Credibility– HR Process Expertise– Change Management– Diversity Management– Relationship Management– Financial Perspective– Strategic Thinking and

Alignment– Service Orientation– Execution Excellence– Employee Relationship

Now• Functional Technical

– HR Planning and Staffing– Performance Management– Training and Development– Talent Management– Compensation and Benefit– Managing Culture, Design and Change– ER and Labor Laws– Building HR Strategy– International HRM

• Functional Behavioral– Service Orientation– Personal Credibility– Execution Excellence

• Generic Behavioral– Strategic Thinking and Alignment– Change Orientation– Networking Management

• Generic Technical– Business Knowledge– Financial Perspective

OPERATIONAL DEFINITIONS

1) Service Orientation:Ability to imbibe, demonstrate and role model readiness to respond with empathy.

2) Personal Credibility: Ability to demonstrate high integrity in personal & professional transactions.

3) Execution Excellence: Ability toconsistently deliver on time on commitments to internal and external customers.

FUNCTIONAL BEHAVOURIAL

OPERATIONAL DEFINITIONS. . . . . CONTD

1) Strategic Thinking & Alignment: Ability to make directional choices and balance between present & the future - takes a long term perspective into account

2) Networking Management: Ability to develop effective relationships with internal and external forums and bodies on an ongoing basis.

3) Change Orientation : Ability to understand business including customers , markets and business models

GENERIC BEHAVOURIAL

OPERATIONAL DEFINITIONS. . . . . CONTD

1) Financial Perspective: Ability to understand & demonstrate financial acumen in all HR and business transactions.

2) Business Knowledge: Ability to understand business including customers , markets and business models

GENERIC TECHNICAL

SERVICE ORIENTATION

Ability to imbibe, demonstrate and role models readiness to respond with empathy

Basic Competent Advanced Expert

•Participates willingly in problem-solving•Uses standard Operating procedures•Takes feedback for improvement•Fixes problems when approached.

• Offers to be part of the solution when problem surfaces•Continuously improves procedures and processes•Invites feedback and makes corrections•Takes ownership for delivering value

•Leverages technology to expedite processes•Inculcates a service-mindset in people •Continually researches for process improvement•Rewards and reinforces service mindset

•Reengineers processes to add value.•Institutionalizes the “moments of truth”• Sets and improves benchmark for service excellence•Creates many customer champions

FUNCTIONAL BEHAVIOURIAL

Ability to demonstrate high integrity in personal and professional transactions

• Meets deadlines•Demonstrates emotional control •Accepts mistakes•Avoids exaggeration •Prepares well before communication

•Meets team targets•Accepts responsibility for team’s mistakes•Avoids bringing personal bias•Represents both sides of a conflict

•Ability to withstand pressure from supervisor / peer group•Balances employee advocacy with organizational needs•Demonstrates mastery over functional knowledge•Demonstrates ….. Flexibility

•Creates a culture of openness•Role model for organizational values•Willing to advocate and push unpopular initiatives

PERSONAL CREDIBILITY

Ability to consistently deliver on time on commitments to internal and external customers

Demonstrates ability to effectively track routine jobs•Able to prioritize multiple jobs•Clarity on objectives•Shows attention to detail•Constantly works on cost reduction •Participates in Quality projects improving execution

•Comprehensively prepares project plan•Sets up / implements review mechanism•Deals firmly with underperformance•Rewards / motivates team members •Leads Quality projects on improving HR execution

•Balances multiple projects•Optimizes between resources and gains•Benchmarks with the best on execution parameters like recruitment cycle times, cost of recruitment, response times for employee queries•Selects and champions areas within HR processes that need Quality projects

• Creates an organization culture of execution excellence by emphasizing importance in all internal forums•Focuses on few key initiatives. •Innovates new HR service delivery processes and mechanisms that crash cycle times•Reviews and guides Quality initiatives in improving execution at all levels

EXECUTION EXCELLENCE

Ability to make directional choices and balance between present and future - takes a long term perspective into account

•Understands organizational Vision and Values•Demonstrates sufficient domain knowledge for catering to immediate business needs•Invests time in building expertise for future business needs

•Appreciates the wider business context of the present and future•Invests in building future competencies needed in the team•Ignores short terms gains that can have consequences in the long terms, like recruiting numbers at the cost of quality

•Able to discriminate between strategic investment and discretionary expenses•Participates actively in development initiatives as a trainer/ advisor•Measures and tracks people competencies at an organizational level

•Articulates key building block initiatives for the future with action plans•Willing to take calculated risks for future gains•Tracks environmental trends to take urgent immediate survival measures and long term sustenance.

STRATEGIC THINKING & ALIGNMENTGENERIC BEHAVOURIAL

NETWORKING MANAGEMENT

Ability to develop effective relationships with internal and external forums and bodies

•Expresses views openly•Demonstrates sensitivity to others by listening without interrupting, acknowledging etc•Discusses to resolve issues •Networks with peers and team•Does not defend/attack in meetings

•Interacts with other functions/ teams•Harmonizes relationships within own team by surfacing and resolving conflicts •Leverages partnerships in increasing HR effectiveness• Participates in cross functional projects

•Utilizes business relationships for new opportunities advantage• Leads initiatives for breaking organizational silos•Creates teaming awareness and role clarity across the organization•Establishes contacts and relationships at industry/functional forums

• Creates a culture of collaboration through specific reward mechanisms•Leads integration activities in mergers/acquisitions• Creates “early warning” systems and mechanisms like regular surveys and company wide indexes to spot relationship breakdowns•Able to influence policy decisions by leading industry forums

GENERIC BEHAVIOURIAL

Ability to diagnose, design and deliver change processes for organization culture transformation and individual development

•Understands the core business processes and need for change•Demonstrates familiarity with change management principles and concepts•Demonstrates willingness to change at a personal level •Re-orients self quickly to new situations

• Leads change initiatives at the departmental level•Questions status quo for team processes•Encourages teams to proactively identify issues•Equips teams with problem solving tools and techniques •Exhibits tolerance for errors in new endeavors

•Enlists support for new initiatives from top management•Effectively manages resistance to change•Encourages out-of –box creative thinking through instituting forums for brainstorming etc•Nurtures new ideas and steers them from vested interests to prevent infantile mortality

•Creates blue print for organization change management

•Constantly tracks inflection points in the environment like sudden dip or upsurge in people demand, legal requirements etc

•Creates self-aligning and quick correcting HR systems and processes

CHANGE ORIENTATIONGENERIC BEHAVIOURIAL

FINANCIAL PERSPECTIVE

Ability to understand and demonstrate financial acumen in all HR and business transactions

•Has a feel for numbers•Spends within budget •Understands financial terms used in business

•Participates in budget exercises for HR.•Has good understanding of financial parameters•Does cost-benefit analysis for discussions

•Focuses on value creation•Translates HR policies as value drivers.•Compares industry benchmarks for employee costs

•Participates in organizational scorecard exercise•Creates top line impact through HR policies•Sets industry benchmarks in employee costs

GENERIC TECHNICAL

BUSINESS KNOWLEDGEAbility to understand business including customers , markets and business models

•Understands markets catered by business•Shows an overview knowledge of products & services•Names a handful of key customers serviced by the firm•Demonstrates a limited or no understanding of the business model

•Articulates the markets and rationale behind•Understands the business logic behind the choice of products & service portfolio•Recognizes the complete customer base being serviced by the firm•Understands the business model adopted by the firm

•Understands the competitive pressures operating in the market•Differentiates the value proposition behind the products & services portfolio vis-à-vis what competition offers•Understands business needs of customers as relevant to firm’s business•Supports business model effectively

•Helps create competitive advantage for the firm•Facilitates understanding of firm’s strategic intent behind product portfolio.•Participates in customer-related business reviews•Influences moving up the value chain along the business model

GENERIC TECHNICAL

Levels of Competency